Friday, September 30, 2011

Form follows function ... distribution center design / architecture shared thread

I have been a fan of the phrase "Form follows function" for a while ... this week the internet allowed me to learn that architect Louis Sullivan that coined the phrase; Frank Lloyd Wright his successor, gave it renown.


Frank Lloyd Wright's Fallingwater is shown above ... while I am not certain as to all the intended functionallity,  it is fair to assume that tranquility was high on the list.  But, this is a supply chain automation blog, not a study of architecture, so let's get to the point.

In my years in this industry, I have worked both for integrators and manufacturers.  When meeting a new client, a common questions is "What kind of equipment do I need?"  As a manufacturer, it would be nice to say "Why my newest widget of course" ... but ... any answer without an understanding of the required functionality, would be a roll of the dice.  The same holds true for the integrator ... the customer may be anxious for the "what type of equipment do I need" ... but ... the right answer ALWAYS comes from a deeper understanding.

The impetus for today's blog entry relates to the form following function phrase and a bit of frustration by some technology providers claiming their technology will replace conveyors ... replace ASRS ... etc. ,,, and yes, as a manufacturer of conveyor and ASRS, that claim can hit a nerve, but ... responding to that claim would be nothing more than petty bickering of mine is better than yours.


Material handling automation in North America in many ways remains an untapped frontier.  The drivers going forward being demographics, SKU proliferation, sustainability and ever increasing urbanization, all align very strongly to the benefits delivered by material handling automation.  To that end, we need to serve as stewards to our industry as servants to our customers ... we have a RESPONSIBILITY to UNDERSTAND the function required and THEN provide the form.

Bot technology is truly a marvelous innovation.  The flexibility/adaptability/serviceability of the technology is tremendous ... but ... successful companies are going to grow and with that the growing demands and space needs for their distribution centers.

As we look towards the future ... natural resources are limited ... land accessible to urban centers continues to be an evermore priceless commodity.  A single technology solution that uses 6-8 ft of a 30-40 ft tall building has deplorable cube efficiency ... conversely a solution that uses a blend of technology that leverages the strengths of the individuals subsystems will yield a far more effective operation.

To that end ... it is not a question of mine is better than yours ... but ... what is the best integration of technologies that provides the best solution for the needs today and tomorrow ... letting FORM always follow FUNCTION.




Wednesday, September 21, 2011

11 benefits of miniload ASRS


Introduction

Over the past several years, the traditional thinking of distribution center design and strategy in North America has begun to evolve from a ‘low and wide’ strategy to ‘narrow and high’. One of the key variables in this switch in thinking is Mini-Load Automated Storage and Retrieval (AS/RS).  Once thought to be too expensive with a ROI in double digit years, AS/RS solutions are bringing much faster ROI (2 years or less) and offering many advantages over traditional distribution.  Here are 11 reasons why you should consider a mini-load AS/RS.




1. Labor Productivity – Less gets you more

With labor costs representing as much as 50% or more of the operating budget of a distribution cen ter, one of the biggest ways to reduce costs is to reduce labor. Combined with the fact that securing good, skilled labor is sometimes difficult makes automated storage via a mini-load an effective strategy. Automated storage with a mini-load system can eliminate manual replenishment and complex slotting, improve productivity of the pick, and reduce consolidation costs. A key difference of mini-load picking is the fact that you are bringing the product to the worker (often called “goods-to-person”). This is the opposite of having the workers walk or drive to the product.  By reducing or eliminating the replenishment and improving the picking productivity by 200%-500%, one can quickly see why mini-loads appeal to many industries. As companies continue to develop lean strategies, mini-load technology assists in removing non-value added processes.

2. Space – Up and not out

Because an AS/RS removes ‘dead space’ in a facility and uses very high density storage and fully utilizes the vertical space in a DC, the ‘footprint’ needed for storage can be drastically decreased.  This can have a significant impact on the initial cost of a project whether you are leasing, buying, or building a new facility. In many instances the decreased footprint requirement alone can justify an AS/RS solution. Often building footprints can be reduced by as much as 40% in an AS/RS solution relative to a more manual material handling solution.  In existing buildings, an AS/RS solution can still bring value, as the AS/RS offers increased capacity compared to more manual material handling solutions. This is often attractive in situations where facilities are land-locked and can’t expand outward.

3. Mobile Material Handling Equipment – Fork truck traffic decreases

As the AS/RS performs most of the “travel” necessary to put away and retrieve products, the need for mobile material handling equipment such as fork trucks can be greatly reduced or almost eliminated altogether. If fork trucks are eliminated, so are battery costs, maintenance personnel, maintenance training, and floor space for them. The danger of mixing people and equipment in a common travel aisle is also eliminated.

4. Seasonality/Re-slotting – Keep product close by

Some industries have significant swings in SKU movement based on product seasonality. The most common solutions either require workers to travel past all the SKUs all the time, or they must reslot the pick environment frequently based on projected demand by season. With a mini-load, the crane handles retrieving product from anywhere in the rack without impacting the labor productivity at the workstation or replenished pick face. In addition, the cranes can work off-shift to relocate product based on upcoming demands to ensure optimized movements during the pick hours.


5. Inventory Accuracy – Less touches means more accuracy

Many companies are finding it imperative to have accurate inventory information to be able to conduct timely replenishment operations and fill orders without “short” picks. The more touch points a product has with workers, the more likely an error can occur. Mini-loads reduce the number of touches and improve inventory accuracy as the system knows where it put the product each time, every time. In addition, there is the added benefit that product can be pulled from any location at any time.

6. Order Accuracy – Pick only what you need to

In an automated goods-to-person environment the required SKU tote is delivered to the worker, scanned for verification, and very often guided by the WMS/WCS and an automated put/pick solution (such as voice or lights) for performing the picking operations. In this solution the SKU tote is delivered to the picker and presented to the operator ONLY when there is a requirement for that particular SKU. The possibility of inaccurate picks is further reduced when picks are verified via an optional hand-held RF scanner or voice system. If incorrect picks are made (quantity, item, etc), the electronic paper trail from scanning allows for
effective tracking of worker activity and for improved employee training.

7. Ergonomics / Worker Safety – Bring the work to the worker the right way

Many companies talk about slotting their product in the “golden zone” for picking. In other words, placing the fastest moving product near the ideal ergonomic pick height to reduce the overall stress to the worker over the course of a shift. Mini-loads can either bring products to an ergonomically-designed work station so that every pick is at the ideal height, or they can dynamically slot product into a “golden zone” slot for module picking. In either case, the worker experiences less ergonomic stress.

8. Product Security / Safety – It’s safe, secure…and tracked

With automated storage and retrieval, product is stored in a secure, fenced-in area around the AS/RS. The only way product is delivered is via electronic pick commands through a WMS/WCS solution. Pick commands to the AS/RS system automatically track the SKU totes from storage location to a goods-to-person picking workstation, and back to the AS/RS inventory after completion of the pick. This gives 99% or more traceability in the solution. Adding enclosed picking workstations for high-value goods can further increase the level of security.  Product is also safer with an AS/RS because of the reduced need for fork trucks moving product (and potentially damaging the product or the facility) and the fewer touches on the product.  Every time a worker touches the product, an opportunity is created for product damage or loss.
Reducing product touches with an AS/RS reduces product damage.


9. Worker Training / Turnover – Less workers, but more productivity

Worker retention is an important factor and many companies lose workers to any number of factors (better pay elsewhere, work is too demanding, work environment conditions, safety, etc.). Every time a worker leaves, companies experience rehiring and retraining costs. In addition, there is typically a learning curve after training is complete before the new worker is operating at full capacity.  With an AS/RS solution, most of the work is automated, reducing the need to use manual labor. In addition, most workers can be trained much more quickly as the tasks that must be performed are simpler.  The AS/RS can work as long as needed and doesn’t need breaks or vacations. In cold storage environments, the AS/RS can work 24/7, while the workers stay in ambient temperature areas.

10. Redundancy / Work Balance – Balance the work

The AS/RS places the same unique SKU into multiple totes spread across multiple aisles of the AS/RS, creating a highly redundant solution. This allows the WCS/WMS solution to choose the required SKU tote from multiple locations based on congestion within each aisle and quantity of available product in the SKU tote. This allows the WCS/WMS more options for delivering the correct tote to the workers during picking operations providing a balanced workload to them throughout the picking cycle.

11. Sustainability – It all adds up to savings

An AS/RS can easily be part of your company’s overall ‘green’ strategy and initiatives. Reducing your facility’s footprint, means less building materials and less overall area to heat/cool and light so your energy bill is reduced. Less employees due to the automation of workload from the AS/RS means fewer cars and less parking.

Summary

There are many reasons to consider a mini-load AS/RS. Many times payback can be justified in less than two years, which means that not only is money flowing back into your pocket in the years to come, but many of the headaches noted above are resolved in the process.

For more information visit TGW miniload ASRS solutions



Monday, September 19, 2011

An Aging Workforce ... are there supply chain implications?

A month or so ago, Brian Keiger of Kuka Systems and I gave a presentation to College-Industry Council on Material Handling Education (CICMHE) at Auburn University. In that presentation we looked at future trends and linkages between those trends and automated warehouse logistics.  One of the topics we discussed was the Aging American Workforce  ... and ... theorized what that might mean to distribution centers across this county.


The Background


In preparation for the presentation, Brian performed a bit of research at the US Dept of Labor Statistic website and came up with some fascinating information.





Three points REALLY stood out to me were:
  1. while I know there was a cliff coming at some point ... I was surprised as to the extent of the edifice.
  2. it is true that the workforce is not only getting older (all us aging baby boomers) ... but what I didn't realize was that the age where people stop working is increasing as well
  3. there is a big increase in men working past 65 ... but ... a HUGE increase in women working past that age.  The chart below depicts that information clearly.



While an increasing percentage of the workforce delaying their retirement, it is interesting to note that an ever increasing percentage are working full time ... that trend started in 1995 ... at that point those ratio of full time to part time workers began to increase; the ratio was equal in 2000 and now there are 1.2 full time workers over 65 for every part time worker.

I suspect there are three factors at play here:

  1. there are those who need the income because social security isn't sufficient ... and given that this trend started in 1995, it was WELL before any serious social security solvency discussions were taking place
  2. these individuals have valuable skills and experience ... as such ... they are very real contributors; a corollary to that may be that there are a void of people to fill some of the positions
  3. they genuinely enjoy what they do and don't want to give it up.



The "cliff" I expected is in evidence in the chart below.  The surprise here was the statistic that by 2016 40% of the workforce will disappear and there will be 20% available to replace it.



Interestingly, I read an article yesterday (http://ow.ly/6DeX8) that talked about "35 million Generation Y workers replace the 70 million Baby Boomers retiring from the workforce" ... numbers instead of percentages, but the same ratio none-the-less.


Warehouse implications


As I reflect, the obvious question I ask myself is "Does that mean we will have an insufficient number of workers available?" ... and ... while in these times of high unemployment it seems like odd to answer "yes", that will the case.  I believe that given some of the economic conditions we have experienced over the past few years, the % of full-time workers, over 65 will sky-rocket.  That being said, it will just delay the inevitable, there will be an labor shortfall.


My bias will be to recommend automation, wherever feasible for a number of reasons:

  • should some the percentage of the "aged" workforce that "end up" in the warehouse, those individuals will be most productive in highly automated, ergonomic environments
  • the knowledge base of the "aged" workforce can be leveraged to assure that existing processes are systemized while they are still in place.  The systemization will net "cleaner" processes ... streamlined processes will be much easier to operate as a new less experienced workforce becomes a greater percentage of the norm.
  • lastly, and most obvious, automation in your warehouse will leverage your existing workforce ... allowing you to do more with what you already have.
Conclusion


Simply stated, the productivity gains realized through the use of automation will not only help our national economy (those productivity numbers you always read about are fundamental to economic health), but they also will allow you to leverage one of your greatest assets ... your people.

For more information on distribution center automation, feel free to visit http://www.tgw-group.com/.

One Additional Thought (a ps of sorts)

If we step back take a macro view regarding the trend towards e-commerce, that cast an even bigger shadow on the employment picture. There is a large productivity gap when we compare sending pallets and cases to a retail store vs. individual items directly to a consumer.  This productivity will demand a large incremental increase in distribution center / warehouse job force ... just at the time when that available labor force is shrinking.


Thursday, September 15, 2011

Project justification ... art or science?


I write today's blog entry while listening to a 70's progressive rock group named Renaissance doing their soundcheck for their concert tonight.


The lead singer is said to have a five octave voice ... let's hope we can reach some high notes when it comes to justifying your automation project.

Like progressive rock music, good justification comes from depth.  In the case of justification, it is the depth of understanding of what is trying to be accomplished ... ALL the derived benefits ... bottom line savings ... top line revenue growth. Let's explore some of these topics a bit more.

Project objectives

Establishing project objectives is akin the Thomas Edison's philosophy of "one percent inspiration and ninety-nine percent perspiration" ... it is a lot of work ... it takes cross-functional involvement and commitment .  

When discussing with a customer cross-functional involvement I will typically hear a comment akin to "well, I have IT involved."  Okay, they are involved, but are they committed?  Are their objectives IT that has that project can be in alignment with? What might be in it for them is another way to think about that question.  The simple fact is that if given the choice, I would like to have other parts of the company want to advocate for the project, as opposed to be a non-committal supporter.  While I single out IT in the example above, one should ask the same questions of themselves for every functional area the distribution center affects.

Bottom line savings

When talking to a customer about project savings, guess what almost everyone looks at almost exclusively ... yup ... you guessed it ... LABOR.  Below is the savings breakdown from a $20 million plus project implemented within the past few years.  I love this example because LABOR was 28% of the overall savings, as opposed to normally expected 75 or 95%.  Granted, this customer was a repeat buyer of warehouse automation.  They understood the benefits both operationally and strategically.   As a enterprise WANTED to implement the solution; you might say they took Edison's advice to heart ... so yes ... they did dig deep ... and the results were extremely telling.  
 

... and ... to paraphrase the late great Paul Harvey ... the "rest of the story" is this project was implemented so successfully that still another project (approximately 40% greater in scope) was implemented by the same client at another site.

Top line growth

A bit earlier, I discussed cross-functional involvement and commitment ... you should see some of the looks I get from customers at times when I asked about their "sales or marketing departments" being part of the cross-functional team ... while no one has ever said "are you crazy?" you could certainly read it in their eyes.

Several years back, Tyson beef operation in Dakota Dunes asked us to look at automation feasibility for several of their distribution operations.  The presentation of our findings/recommendations was to the now COO of Tyson Corp, Jim Lochner and his staff.  That day, I came to appreciate strongly he advocated to his staff linkage between capital investment and revenue growth ... and ... how careful all in the room were to "signing up" to that commitment.

Having a unclouded crystal ball is extremely challenging  (oops ... I think I hear Edison whispering again) ... but the rewards can be tremendous ... and the justification, with a organizational commitment to revenue growth can make the change a "putt from the edge of the green" into a gimme.

Oh ... and I almost forgot ... that 40% greater in scope project I made reference to a bit earlier ... well let's just say that a significant portion of that project's justification came from being able to facilitate a 5% revenue increase in some very profitable export business.

So Yes ... just like progressive rock music ... depth, as well as diligence and commitment are the secrets to justification success.

For more information on distribution center automation, feel free to visit http://www.tgw-group.com/.

Wednesday, September 14, 2011

Some "secret sauce" of successful warehouse automation projects

Many of us have been around automation projects several decades at this point.  Along the way, we have seen systems that were a tremendous success ... and then ... there were those other projects.  As I think back through those successes there are really three common threads:

  1. a thorough and deep understanding of what has been (the data) and a clear picture of future intent (strategy)
  2. planning ... by the supplier(s) and the customer
  3. a strong spirit of collaboration ... I guess teamwork would be another word for it.  The teamwork being across all aspects of the project - within the supplier and customer organizations, individually, and as a team.
One example of such a project that comes to mind is Jack Wolfskin http://ow.ly/6ukoZ.


Last summer I had the good fortune to be able to tour this operation, located on the outskirts of Hamburg Germany.  It is burned into my memory as one of my favorite tours of all time.  Not because the system was a marvel of automation ... but instead ... a pragmatic use of technology that hit the revenue, cost, quality trio I discussed in yesterday's blog entry http://ow.ly/6tlCx.  But that was only part of the story.

Our tour guide was Jack Wolfskin’s spirited Logistics Manager Uta Mohr.  Uta had been involved with every aspect of the project, from overseeing the concept development to now running it on a day-to-day basis.  The things that struck me the most were the extensive planning that took place ... and ... that planning, all in the spirit of collaboration.  

As we walked through, I remember asking "So how automated was your previous facility?".  Uta promptly answered, "Not at all, it was a totally manual operation."  Having previous knowledge that this system had gone from installation to successful operation in a VERY short period of time, I was a bit surprised that this was accomplished in an organization with limited experience with automation.  As you can well  imagine, her response prompted my next question "I have seen quite a few installations at firms with no previous automation experience go no where near as well as this project did, to what do you attribute your success?" Uta smiled, then proudly replied "Two things.  We knew we didn't want to automated everything, so we carefully automated those areas that would remain a constant such as receiving.  We then plan on proactively continually improving other parts of our process as we come up our learning curve.  The other very important thing is that the day we decided to build a new system, we hired our lead maintenance technicians.  They became involved in every aspect of the concept development, project installation and system commissioning.  By the time the system was turned on, they felt like experts and truly were."


So now, you may be asking yourself, why did I find such a straightforward solution so intriguing ... simple ... it was a success by any measure.  The "secret sauce" of understanding, planning and collaboration was executed flawlessly. 


For more information on distribution center automation, feel free to visit http://www.tgw-group.com/.

Tuesday, September 13, 2011

Warehouse automation - the goal or the means?

It seems my blog entries are having published articles as their catalyst.

Today's blog entry relates to the recent  DC Velocity article "Bot or not" http://ow.ly/6tcLZ .  That article debates the philosophical ramifications of "light out automation".

It my belief that a discussion about automation, for automation sake while interesting, has some disconnect from the real objectives: facilitating revenue growth, reducing cost and increasing quality.  That trio should be the primary focus of any warehouse automation investment.

In the past decade, there have been a dozen or so HUGE fully grocery automated picking systems implemented around the globe.  As one stands back in looks at the completed system, it may lead one to conclude that automation was the goal. The solutions are always tremendously impressive ... but ... those companies that have implemented such solutions TRULY appreciate the benefit, but repeatably ask themselves, is the reward really worthy of the investment?  I suspect the REAL answer to that question is no.  Further more, I believe there is an "intelligent use of automation" alternative.

This past spring, I had the pleasure of taking a MAJOR US grocer through a TGW freezer installation in Madrid Spain. The objectives of the project were simple:
  1. improve the working environment for the associates
  2. assure the right product get picked and delivered to the store
  3. facilitate growth while minimizing additional labor and training costs
The solution pictured below was elegant in it's simplicity.

The goal was not to automate everything, but instead to surgically apply automation that could most affect costs and best improve the working environment.  The flow chart below depicts how this was accomplished.


As you see in the chart ... all manual functions were performed above freezing ... all sub-zero functions were performed automatically.  Additionally, here in the US, OSHA statistics show that order picking is the number one area of reported incidents within the warehouse.  The net results of this solution:
  • improved working conditions
  • greatly reduced workplace injuries
  • significant increases in productivity
  • a marked increase in 100% accurate store deliveries
All this realized, through the "intelligent use of automation" ... a solution that best leverages the capabilities of automation and the skills and abilities of warehouse workers.

As you tour the system, the benefits became self-evident to the grocer I was with.  They marveled that due to the simplicity, the system was just simply running ... as opposed to the many other systems that they had recently seen that were driven to months (or in some occasions even years) of debug and commissioning.

So yes, the debate of to "Bot or not" is interesting ... but what is important is (in the words of the now deceased Eliyahu M. Goldratt) what is "The Goal"?


For more information on distribution center automation, feel free to visit http://www.tgw-group.com/.


Monday, September 12, 2011

sustainability ... food safety ... interesting similarities

Funny how things hit us. Starting blog has been in the back of my mind for some time now,  reading the article grn.bz/o2k9AB "Starbucks' Third Cup Summit Marks Progress, Challenges in Recycling"   this morning became the impetus.


As I read this article, words came to mind from a friend of mind who is a food safety manager for Wegmans (a very progressive grocer based in the Northeast US). We were at a Boy Scout camp-out, just talking about things. The discussion topic moved into the area of food safety, and while I can't remember the specific question I posed, it centered on food safety practices as a market advantage. His response was prompt and memorable ... "Tom, when it comes to food safety, Wegmans it isn't about competition.  It is to assure that the public is as safe as possible." He went on to explain that Wegmans works in concert with all other area grocers, sharing best practice to assure public safety.

That message stuck with me. It was comforting in a way to believe that there are instances when the greater good rises above competition.

Well, how does that tie into Starbucks, quite simply. As one pauses to think, it is easy to understand the importance of collaboration regarding food safety ... it relates directly to the health and wellness of our society. Interesting that Starbucks is taking a VERY similar view on sustainability ... it isn't about competition, it's about taking proactive steps to assure the sustainability of our society.


For more information on distribution center automation, feel free to visit http://www.tgw-group.com/.